In Inc., Justin Bariso describes three lessons from Google’s process for “learning from failure.” They call the process the post mortem. There is no doubt that we, and the leaders that we serve, will make mistakes. As change practitioners, learning these lessons from Google can serve us well. And, if we can successfully bring them to the leaders that we serve, even better!
- “Identify the most important problems.” Not every mistake requires a post mortem. Define the criteria for when it is important to conduct them, and stick to it. Your criteria may not be complete, especially early on. If there is a big mistake that doesn’t fit the criteria, change the criteria so that the post mortem is conducted.
- “Create a record.” When a post mortem is warranted, it is important to bring the team together, and to take the time needed to do it correctly. Bariso recommends 30-60 minutes. Among the questions answered are, “What happened, why, its impact, how the issue was mitigated or resolved, what we’ll do to prevent the incident from recurring, what went well, what didn’t go well, where did we get lucky, and what can we do differently next time?”
- “Promote growth, not blame.” By moving the focus away from blame, you open the door to greater candor, insight, and learning.
Google offers a post mortem template.
As simple as it sounds, in many organizations, successfully implementing a process such as this can be undermined by fear of repercussions when (not if) things go wrong. Creating that culture of learning, not blaming, is the most challenging part of the process.
About the Author: Brian Gorman
Brian Gorman is a transformation coach who supports individual and organizational change, sharing his “lessons learned” to ease others’ journeys. He is a workshop facilitator, public speaker, and author of The Hero and the Sherpa, a chapter in the Handbook of Personal and Organizational Transformation (Springer Publishing). Brian also creates blogs, articles, and videos about the change journey.
From 2016 to 2023, Brian served as Managing Editor of Change Management Review™, where he curated articles, contributed original writing, hosted podcasts, and collaborated with guest authors.
Over five decades, he has worked with individuals and organizations—including Fortune 100 companies—gaining deep insights into universal patterns for navigating change.
Brian holds a BA in Cultural Anthropology from Syracuse University, an MA in Higher Education Administration from the University of Texas, San Antonio, and an MA in Human Relations from the University of Oklahoma. He is an ICF-certified coach, an active member of its NYC chapter, and belongs to the Forbes Coaches Council and the Gay Coaches Alliance.
New articles that we publish are announced in the Change Management Weekly™ delivered to your inbox weekly. Subscribe now so you don’t miss out!
Share with Your Colleagues
Related Posts
